{"id":7965,"date":"2019-10-31T09:34:51","date_gmt":"2019-10-31T16:34:51","guid":{"rendered":"https:\/\/blog-prod.qad.com\/blog\/?p=7965"},"modified":"2019-10-31T09:34:51","modified_gmt":"2019-10-31T16:34:51","slug":"why-manufacturers-need-an-outcome-culture-pt2","status":"publish","type":"post","link":"https:\/\/www.qad.com\/blog\/2019\/10\/why-manufacturers-need-an-outcome-culture-pt2","title":{"rendered":"Why Manufacturers Need an Outcome Culture (Pt. II)"},"content":{"rendered":"

[vc_row][vc_column][vc_single_image image=”7978″ img_size=”full”][vc_column_text]In \u201c<\/span><\/i>Why Manufacturers Need an Outcome Culture (Pt. I)<\/span><\/i><\/a>,\u201d we made the case for manufacturers adopting an outcome culture. In Part II, we will cover how to build and maintain an outcome culture.<\/span><\/i><\/p>\n

Implementing an Outcome Culture<\/span><\/h2>\n

An outcome culture emphasizes clarity on what to achieve at each stage of business activity. The focus is on the <\/span>outcome<\/span><\/a> rather than the process. Of course, manufacturers still need processes. But management and staff focus on whether they achieve a series of outcomes. They don\u2019t make adherence to a set of processes the primary management tool.\u00a0\u00a0<\/span><\/p>\n

Building an Outcome Framework<\/span><\/h2>\n

An outcome culture needs a simple framework.\u00a0 Each person should be clear on the outcome to which they contribute. And we want to turn the complexity of scores of processes into a handful of outcomes.\u00a0<\/span><\/p>\n

Let\u2019s consider the elements of an Outcome Framework.<\/span><\/p>\n

Start with Execution Outcomes<\/span><\/h2>\n

We begin by grouping a series of processes. We then identify the outcome that group of processes should enable. We call the outcome produced by the group of processes an Execution Outcome.\u00a0<\/span><\/p>\n

Let\u2019s illustrate. Here\u2019s one group of processes a make-to-stock manufacturer might go through:<\/span><\/p>\n